Sales operation assessment framework.pdf

Sales operation assessment framework by Gartner

1. Source: Gartner © 2019 Gartner, Inc. and/or its affiliates. All rights reserved. CM_I_734430
1
Sales Executive and
Stakeholder Management
The coordination and
collaboration, led by the head
of sales operations, of all sales
operations matters relevant to
senior sales leaders and senior
company executives
How Mature Is Your Sales Operations Function?
3
Sales Operations
Structure
The design of sales operations
roles, teams and reporting
relationships that enable effective
execution of the function’s mission
and responsibilities, and minimize
disruption when faced with
unexpected events
Sales Operations Management Sales Force Design and Deployment
Sales Compensation
Sales Leadership Support
22
Strategic Project and
Transformation Support
The disciplined change framework
and messaging tools that ensure
effective, controlled change
communications to targeted
audiences leading to successful
sales organization transformation
21
Sales Performance
Management
The interactive performance
reporting processes and systems
that enable sales leaders to review
seller activities and results to
improve both seller performance
and sales manager effectiveness
20
Sales Compensation
Administration
The operational processes,
systems, controls and personnel
dedicated to calculating
standardized incentive
payouts accurately and on
time, in accordance with seller
performance and transparent
incentive plan rules
9
Sales Process
Management
The design and consistent
management of sales
processes, aligned with distinct
customer groups’ nonlinear
buying journeys, that helps
managers coach sellers,
provides an ecosystem for sales
enablement and frames the sales
forecasting process
10
Pipeline Management
and Forecasting
The integration of customer-
verified deal-progress indicators,
past customer purchase
data, seller insights, predictive
analytics and artificial intelligence
to enable pipeline visibility,
accurate forecasting, seller
coaching and customer
decision making
11
Sales Technology
Oversight
The innovative delivery,
management and long-term
planning of a portfolio of high-
impact, easy-to-use tools that
help the sales organization’s
employees perform their jobs
efficiently and accurately
19
Quota Allocation
and Goal Setting
The creation of fair and
motivational goals/quotas,
aligned to the expected mix of
product sales, by allocating a
broad forecast to the seller level,
using predictive analytics and
sales manager insights about
local opportunities
18
Sales Compensation
Design and Effectiveness
The evidence-based design,
launch and governance of
monetary incentives that reward
salespeople for outcomes that
drive sales strategy and enhance
seller trust through stability and
transparent expectations
17
Customer
Intelligence
The generation and governance
of actionable customer insights,
combined from multiple
information sources, that enable
sellers to identify, understand
and successfully engage with
existing and prospective buyers
16
Reporting and
Dashboards
The unified platform of data
reports and visualizations that
provide analytical insights needed
by the sales organization and
its partners to succeed in their
roles, designed and produced
for optimal simplicity and
completeness
15
Sales
Analytics
The analysis and interpretation
of sales and related data, drawing
on appropriate quantitative
methodologies, to enable the
sales organization to understand
results, model future outcomes
and make actionable, insight-
driven decisions
14
Metrics Selection
and Definition
The efficient management and
oversight of standard metrics,
aligned with key drivers of
commercial success and the
needs of functional leaders,
that enable fact-based,
trustworthy decision making
13
Data
Governance
The processes, controls and
standards, supported by an
enterprisewide culture of
quality, that sustain and
improve the integrity of raw
and processed data within the
sales analytics program
12
CRM/SFA
Program Effectiveness
The systems, processes and
best practices available to the
sales team that structure and
increase the effectiveness of
their activities by intelligently
delivering customer insights
and sales collateral relevant
to each opportunity
2
Sales Operations
Strategy and Leadership
The practices employed by heads
of sales operations for envisioning,
leading and delivering operational
innovations that create sales
success and strategic advantage
for the sales organization
4
Sales Operations
Talent Management
The evidence-based
planning, sourcing, training
and career development of
a sales operations team that
leads to employee success in
meeting the immediate objectives
of their jobs and the long-term
achievement of their career goals
5
Customer
Segmentation
The process of classifying
customers and prospects into
segments, assigning them to
a coverage model to maximize
profitability to the company,
and reevaluating those groupings
regularly to ensure ongoing
effectiveness
6
Sales
Role Design
The standardized design of
distinct, coordinated sales roles
to ensure selling activities are
aligned to go-to-market strategy
and the work capacity of each role
is understood
7
Sales
Force Sizing
The strategic and analytical
process of determining optimal
sales force size by team, role
and channel, based on customer
segment coverage needs, sales
role capacity and ROI analysis
8
Territory Design
and Sales Coverage
The use of customer intelligence,
sales manager input and
predictive analytics to balance
the assignment of sales personnel
to customers, prospects
or geographies, to ensure
opportunity is profitably pursued
and managed
Sales Analytics and Intelligence
Sales Process and Systems
Contact us at 855 339 8822 or email [email protected]
The Sales Score for Sales Operations
anatomy framework provides sales
operations leaders with an overview of
a world-class sales operations function.
Deploy the Sales Score for Sales Operations
diagnostic to evaluate your organization in
depth, benchmark maturity and prioritize
opportunities for improvement. With an
accurate look at performance gaps between
where your function is today and where
you want to go tomorrow, you can make
smarter decisions about how to spend time
and resources.
For more information, contact us at
[email protected].
Incorporate
sales comp
considerations
in annual
corporate
planning
Communicate
link between
strategy and
increased
earnings
to sellers
Consider all
possible sources
of variable pay
in designing
sales comp
Base change
decisions on
predefined
metrics and
strategy
changes only
Use standard,
stable metrics
to design
and monitor
compensation
plans
Create a central
contest/spiff
governance
process across
sales teams
Plan stakeholder
input timing
for optimal
impact on comp
plan design
Add analytics to
leader instinct
in sales comp
decision making
Create and
publish criteria
for handling
off-cycle comp
plan changes
Include buffers
for potential
delays into comp
design cycle
Incorporate
quantitative
analysis and
modeling into
sales comp
design
Orchestrate a
top-down
launch when
rolling out comp
plan changes
Plan comp
design cycle
using realistic,
likely workload
estimates
Establish a
centralized sales
compensation
design and
change process
Level 5
Level 4
Level 3
Level 2
Level 1
Currently practiced (or no longer required)
Commence to achieve next level of maturity
Not currently practiced
Current Level
3‑
Next Level
3+
Example Path to Maturity:
Sales Compensation Design
and Effectiveness
Start doing the following to achieve
the next level of maturity:
• Include buffers for potential delays
into comp design cycle
• Create and publish criteria for handling
off-cycle comp plan changes